The Ongoing HR Conversation

If employees often lack a complete understanding of the functions HR fulfils after the hiring process, one aspect generally attributed to the department is the task of developing the Employee Value Proposition (EVP). In essence, the document aims to answer the question of prospective and current employees about the reasons for joining or staying in an organisation. As such, the EVP is the glue that connects leadership with teams, and a bridge between the organisation and the talent market.

Despite its impact on both performance and culture, this strategic document is only sometimes an organisational priority. In fact, according to a recent marketing survey, 41 percent of companies don’t even have an established EVP. When they do, the temptation is to differentiate themselves from competitors, showcasing impressive statistics and concrete examples, at the risk of appearing unrelatable or ad hoc.

In fact, ‘good’ EVPs need to address stakeholders’ underlying needs of security, performance, belonging, and resilience. Besides the ‘what’, HR departments need to focus on ‘how’ the EVPs are framed. To that end, we’ve compiled five tips for organisations to consider when drafting or revisiting their current EVPs.

1.     Tap into the organisation.

Whether you’re creating an EVP from the ground up or seeking to revise an existing one, it is essential to incorporate employees in the process. Anonymous surveys or interviews with outside experts can help capture the data, but the answers should extend beyond statistics.

Instead, the goal should be to gain clarity on the reasons behind a particular thought or feeling. For instance, the idea isn’t just to understand that employees are unclear on the company’s purpose but to identify ways to strengthen the mission collaboratively.

This is a great way to understand current gaps in all aspects of the organisation, especially regarding an individual’s growth journey and sense of connectedness. Additionally, it can help build buy-in and ownership of the EVP, ultimately leading to greater engagement and retention. 

2.     Make it clear and authentic.

It’s easy to get caught up in the process when it comes to describing a company’s culture, values, and mission. However, the strength of an EVP does not stem from its complex intricacies but from its ability to clearly convey what makes a particular organisation an excellent place to work.

The goal is to highlight an honest representation of what it’s like to be a member of that company. It’s not about touting vague diversity and inclusion statistics, but about showcasing specific, and potentially smaller efforts to create an inclusive environment.

While it’s essential to establish an edge, exaggerating or including insincere references about the company can ultimately harm the organisation. Failure to deliver on promises will likely lead to employees feeling misled, only encouraging further turnover. As some organisations learn the hard way, when it comes to EVPs, fairness trumps shininess.

3.     Focus on the career development journey.

One aspect to consider when drafting an EVP is the organisation’s target audience. In so doing, EVPs need to reconcile the aspirations of diverse employee groups working together (insiders vs. outsiders, seniors vs. Gen Z, functional vs. operational).

However, the professional development journey is one aspect that never goes out of style and should be an integral part of any EVP. On paper, this means providing a roadmap for employees to understand how they can progress within the organisation, including training programs for managers and leadership development plans.

In practice, it also means going beyond the traditional performance reviews. This includes having conversations with employees at all stages to understand their professional ambitions and identify opportunities for them thrive within the organisation. 

4.     Incorporate it into the conversation.

Organisations will often spend significant time and resources to develop an EVP, simply to post it on the website and potentially reference it during interviews. However, it needs to become a recurring resource, used internally as a guiding compass for decision-making and a measure to justify policies. 

It should serve as the backbone for any performance assessment, helping employees determine how their work contributes to the larger organisational mission. Similarly, it should serve as a critical piece in any policy adjustments, reducing disagreements by answering the “why” factor behind decisions.

While HR managers should lead EVP development efforts, they should collaborate with internal communications staff and line managers to ensure clarity and consistency across personnel and company channels. Ultimately, the document will only hold its weight if it’s used across the entire organisation.

5.     Consider it a living document.

An EVP should not be viewed as a static, rigid document. Instead, it should be updated regularly, ideally once a year or during significant organisational changes. As such, it should be flexible enough to accommodate new benefits, policies, and programs as they are developed.

Sometimes, it may be possible to test these changes with employees to make sure they resonate. In other instances, they may be deemed necessary and approved without additional input. In these cases, it is crucial to articulate the new policies to the staff, allowing them to reflect and determine whether their values continue to align.

More than a statement, an EVP is an invitation to employers, employees, and prospective talent to engage in a shared conversation about how they want to work together.

Cristina Rue - 05/2023.